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viii | |
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ix | |
Foreword |
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xi | |
Preface |
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xiii | |
Contributing authors |
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xvii | |
Key terms and definitions |
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xxviii | |
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1 The roles of high performance directors within national sporting organizations |
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1 | (14) |
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PART A High performance management of elite sport |
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15 | (122) |
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2 Commercial, political, social and cultural factors impacting on the management of high performance sport |
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17 | (13) |
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3 Measuring performance and success in elite sports |
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30 | (15) |
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4 Managing high performance sport at the national policy level |
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45 | (20) |
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Case study 4.1 Talent identification and development in athletics: a comparison of Flemish and Dutch policy initiatives |
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5 Comparative high performance sports models |
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65 | (22) |
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Case study 5.1 Strategies for preparing international winning teams and athletes |
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6 Quality and performance management of national sport organizations: measuring and steering the performance of the distribution network |
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87 | (28) |
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Case study 6.1 Foot PASS: managing performance in the Bundesliga through the certification of the youth academies |
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Case study 6.2 Are national coordinated systems for the combination of career and education effective? A case study on the elite sport schools in secondary education in Flanders |
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Case study 6.3 Organizational structure and drivers for success in high performance sport: the case of the Queensland Academy of Sport |
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7 The governance of high performance sport |
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115 | (22) |
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Case study 7.1 The governance of British cycling |
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PART B Managing high performance athletes |
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137 | (100) |
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8 Sport development in high performance sport: the process of attracting, retaining and nurturing athletes |
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115 | (44) |
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Case study 8.1 Athlete development pathways in golf |
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Case study 8.2 Are performances at young ages a good predictor of later success? |
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9 A developmental and holistic perspective on athletic career development |
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159 | (24) |
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Case study 9.1 How athletes can be coached during/through the transition into higher education: structure and content of career support in Flanders |
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Case study 9.2 Talent transfer |
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Case study 9.3 A developmental and holistic perspective on athletic career development |
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10 Support services in athletic development: good practices from the field |
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183 | (22) |
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Case study 10.1 Travelling and the impacts of athlete nutrition on high performance management |
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Case study 10.2 Best practice in biomechanics and how it can be used in high performance sport: the longitudinal follow-up during competition of an elite high-jump athlete |
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11 Coaching high performance athletes and the high performance team |
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205 | (16) |
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12 Managing athletes' post-athletic careers |
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221 | (16) |
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Case study 12.1 Sport career transition: the case of elite Indigenous Australian boxers |
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PART C Issues in the management of high performance sport |
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237 | (58) |
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13 The influence of commercialisation and globalisation on high performance sport |
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239 | (16) |
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Case study 13.1 HPS cycling research at Victoria University's Institute of Sport, Exercise and Active Living (ISEAL) |
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Case study 13.2 Issues regarding the management of international commercial success in HPS: the example of Cycling Australia |
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14 A holistic approach to risk management: a participant perspective |
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255 | (17) |
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Case study 14.1 Judging sport with technology: managing the integration of performance assessment technology into elite-level half-pipe snowboarding |
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15 The management of performance-enhancing drugs in high performance sport |
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272 | (23) |
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Case study 15.1 Dispute resolution in high performance sport and how it influences elite athletes' careers |
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Case study 15.2 Expansion of anti-doping organizations |
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Afterword on managing high performance sport |
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295 | (3) |
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Appendix A List of critical success factors, used in the SPLISS study 2011, at national overall sports level |
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298 | (12) |
Appendix B List of critical success factors used as part of talent detection and identification |
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310 | (2) |
Index |
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312 | |